diversity + inclusion = innovation #ORGPRO2012         @joegerstandt
joegerstandt.com     twitter.com/joegerstandtlinkedin.com/in/joegerstandt  facebook.com/joegerstandt   youtube.com/joegers...
MTengineers
MTengineers      MT  management
MT             engineers  NASAmanagement                   MT               management
MT             engineers  NASAmanagement                   MT               management
MT             engineers  NASAmanagement                   MT               management
TuesdaymorningJanuary  28th  1986
MT             engineers  NASAmanagement                   MT               management
NASAmanagement                 MT             management
consider               Whatdecision            makes itmaking…    1 - 10    better?
The extent to which thegroup reflects differences  in knowledge, including  beliefs, preferences and              perspect...
analytical     risk taker rational       creative realistic       flexible  factual     synthesizer  logical     conceptua...
Cerebral Mode (abstract & intellectual thought)                       ANALYZE                          STRATEGIZE         ...
analytical     risk taker rational       creative realistic       flexible  factual     synthesizer  logical     conceptua...
analytical                 risk taker rational                   creative realistic                   flexible  factual   ...
analytical               risk taker rational                 creative realistic                 flexible  factual         ...
sharing information   making meaning from               information quality decision makingcreative problem solving       ...
The Social Origin of Good Ideas        -Ronald Burt, University of ChicagoTeams with greater training and experiential div...
MBAHarvard University   100 people
team #1      MBAHarvard University   100 people
team #1                MBA          Harvard University             100 peopleteam #2
team #1 friends   withcognitivebenefits          MBA            Harvard University               100 peopleteam #2
These theorems that when solving problems, diversity can     trump ability and that when    making predictions diversity m...
but…
team #1This team greatlyoverrates its ownproblem solving    capacity.
This team greatly           underrates its          problem solving              capacity.team #2
who      how
dysfunction
dysfunctional   dysfunctional agreement      disagreement
alsodysfunction
Groups often fail to   outperform individualsbecause they prematurely move to consensus, withdissenting opinions beingsupp...
Minority dissent, even dissent     that is wrong, stimulates   divergent thought. Issuesand problems are considered from m...
dysfunctionaldysfunctional     dysfunctional agreement     agreement    disagreement
always                   disagree lack of                             trust  dysfunctionaldysfunctional     dysfunctional ...
always                            always     agree               lack of     disagree lack of              honesty        ...
dysfunctional dysfunctionaldysfunctionalsweet     agreement disagreement agreement            spot
Survey of 1,800 people asked:• Does your boss need to change?• Do your peers need to change?• Do your subordinates need to...
being inclusive          have          rules
being inclusive work to  have abeginners   mind
being inclusive       seek out &         protect         novelty
being inclusiveconvey & invite
high                  low                      difference           difference   high                   learning          ...
high                  low                      difference           difference   high                   learning          ...
high                  low                      difference           difference   high                   learning          ...
high                  low                      difference           difference   high                   learning          ...
high                  low                      difference           difference   high                   learning          ...
high                        low                           difference                 difference   high              move t...
social network analysis    From time to time people discuss important matters withother people. Looking back overthe past ...
social network analysis     Consider the people youcommunicate with in order to get    your work done. Of all the people y...
social network analysisConsider an important project orinitiative that you are involved in. Consider the people who would ...
social network analysis   Who do you socialize with?(spending time with people afterwork hours, visiting one anotherat hom...
Where do good ideas come   from? That is simple…fromdifferences. Creativity comes from unlikely juxtapositions.     The be...
1                    6        8                  H              C                        (1.01)  O            12.0115.99
www.joegerstandt.com  joe.gerstandt@gmail.com www.twitter.com/joegerstandtwww.linkedin.com/in/joegerstandtwww.facebook.com...
resources• The Difference: How the Power of Diversity  Creates Better Groups, Firms, Schools, and  Societies | Scott Page•...
resources• Achieving Success Through Social  Capital: Tapping Hidden Resources in  Your Personal and Business Network |  W...
diversity+inclusion=innovation (orgpro2012)
diversity+inclusion=innovation (orgpro2012)
diversity+inclusion=innovation (orgpro2012)
diversity+inclusion=innovation (orgpro2012)
diversity+inclusion=innovation (orgpro2012)
diversity+inclusion=innovation (orgpro2012)
diversity+inclusion=innovation (orgpro2012)
diversity+inclusion=innovation (orgpro2012)
Upcoming SlideShare
Loading in...5
×

diversity+inclusion=innovation (orgpro2012)

737

Published on

slides from joe gerstandt keynote at 2012 MSAE ORGPRO conference

Published in: Business, Technology
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
737
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
8
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

diversity+inclusion=innovation (orgpro2012)

  1. 1. diversity + inclusion = innovation #ORGPRO2012 @joegerstandt
  2. 2. joegerstandt.com twitter.com/joegerstandtlinkedin.com/in/joegerstandt facebook.com/joegerstandt youtube.com/joegerstandt joegerstandt.com/blog slideshare.net/joeg
  3. 3. MTengineers
  4. 4. MTengineers MT management
  5. 5. MT engineers NASAmanagement MT management
  6. 6. MT engineers NASAmanagement MT management
  7. 7. MT engineers NASAmanagement MT management
  8. 8. TuesdaymorningJanuary 28th 1986
  9. 9. MT engineers NASAmanagement MT management
  10. 10. NASAmanagement MT management
  11. 11. consider Whatdecision makes itmaking… 1 - 10 better?
  12. 12. The extent to which thegroup reflects differences in knowledge, including beliefs, preferences and perspectives. -Miller, et al (1998) Strategic Management Journalcognitive diversity
  13. 13. analytical risk taker rational creative realistic flexible factual synthesizer logical conceptualdefinitive intuitivepersistent passionate planner cooperativeorganized empatheticdisciplined expressive detailed harmonizing practical responsive -Ned Herrmann
  14. 14. Cerebral Mode (abstract & intellectual thought) ANALYZE STRATEGIZE Joys Joys Solving technical problems Conceptualizing Analyzing complex issues Innovating Logical approach Seeing the big picture Frustrations Frustrations Interpersonal aspects of situations Routine Meetings Ice breakers Details Right Mode Socializing in meetings StructureLeft Mode Joys Joys Implementing ideas Expressing ideas Developing plans Understanding group dynamics Follow-up and completion Team building Frustrations Frustrations “Blue Sky” thinking Logic ahead of feelings Not following the rules No interaction with people ORGANIZE PERSONALIZE Limbic Mode (concrete and emotional processing)
  15. 15. analytical risk taker rational creative realistic flexible factual synthesizer logical conceptualdefinitive intuitivepersistent passionate planner cooperativeorganized empatheticdisciplined expressive detailed harmonizing practical responsive -Ned Herrmann
  16. 16. analytical risk taker rational creative realistic flexible factual synthesizer logical conceptualdefinitive intuitive potentialpersistent passionate planner cooperativeorganized empatheticdisciplined expressive detailed harmonizing practical responsive
  17. 17. analytical risk taker rational creative realistic flexible factual synthesizer logical conceptualdefinitive intuitive tensionpersistent passionate planner cooperativeorganized empatheticdisciplined expressive detailed harmonizing practical responsive
  18. 18. sharing information making meaning from information quality decision makingcreative problem solving innovation fully utilizing talent
  19. 19. The Social Origin of Good Ideas -Ronald Burt, University of ChicagoTeams with greater training and experiential diversity introduce more innovations. “Management Team Tenure and Organizational Outcomes” Finkelstein, Hambrick (1999) Administrative Science Quarterly &“Management and Innovation” Bantel, Jackson (2002) Strategic Management Journal
  20. 20. MBAHarvard University 100 people
  21. 21. team #1 MBAHarvard University 100 people
  22. 22. team #1 MBA Harvard University 100 peopleteam #2
  23. 23. team #1 friends withcognitivebenefits MBA Harvard University 100 peopleteam #2
  24. 24. These theorems that when solving problems, diversity can trump ability and that when making predictions diversity matters just as much as ability are not political statements.They are mathematical truths. -Scott Page
  25. 25. but…
  26. 26. team #1This team greatlyoverrates its ownproblem solving capacity.
  27. 27. This team greatly underrates its problem solving capacity.team #2
  28. 28. who how
  29. 29. dysfunction
  30. 30. dysfunctional dysfunctional agreement disagreement
  31. 31. alsodysfunction
  32. 32. Groups often fail to outperform individualsbecause they prematurely move to consensus, withdissenting opinions beingsuppressed or dismissed.-Hackman, Morris (1975) Advances in Experimental Social Psychology
  33. 33. Minority dissent, even dissent that is wrong, stimulates divergent thought. Issuesand problems are considered from more perspectives and group members find more correct answers. -Nemeth, Staw (1989) Advances in Experimental Social Psychology
  34. 34. dysfunctionaldysfunctional dysfunctional agreement agreement disagreement
  35. 35. always disagree lack of trust dysfunctionaldysfunctional dysfunctional agreement agreement disagreement us vs. them personal conflict
  36. 36. always always agree lack of disagree lack of honesty trust dysfunctionaldysfunctional dysfunctional agreement agreement disagreement lacking us vs. skills meeting them personal after the conflict meeting
  37. 37. dysfunctional dysfunctionaldysfunctionalsweet agreement disagreement agreement spot
  38. 38. Survey of 1,800 people asked:• Does your boss need to change?• Do your peers need to change?• Do your subordinates need to change?• Do you need to change?80% agreed that their boss, their peers and their subordinates need to change. 20% believe they need to change. -Sue Annis Hammond, Andrea Mayfield
  39. 39. being inclusive have rules
  40. 40. being inclusive work to have abeginners mind
  41. 41. being inclusive seek out & protect novelty
  42. 42. being inclusiveconvey & invite
  43. 43. high low difference difference high learning celebration growth reinforcementinteraction self-organization energy stress low productivity conflict wasted energy exhaustion factions low reflection comfort safety belonginginteraction clearing the decks rest and recovery isolation boredom misunderstanding stagnationDifference MatrixGlenda Eoyang HSDI frustration death
  44. 44. high low difference difference high learning celebration growth reinforcementinteraction self-organization energy stress low productivity conflict wasted energy exhaustion factions low reflection comfort safety belonginginteraction clearing the decks rest and recovery isolation boredom misunderstanding stagnationDifference MatrixGlenda Eoyang HSDI frustration death
  45. 45. high low difference difference high learning celebration growth reinforcementinteraction self-organization energy stress low productivity conflict wasted energy exhaustion factions low reflection comfort safety belonginginteraction clearing the decks rest and recovery isolation boredom misunderstanding stagnationDifference MatrixGlenda Eoyang HSDI frustration death
  46. 46. high low difference difference high learning celebration growth reinforcementinteraction self-organization energy stress low productivity conflict wasted energy exhaustion factions low reflection comfort safety belonginginteraction clearing the decks rest and recovery isolation boredom misunderstanding stagnationDifference MatrixGlenda Eoyang HSDI frustration death
  47. 47. high low difference difference high learning celebration growth reinforcementinteraction self-organization energy stress low productivity conflict wasted energy exhaustion factions low reflection comfort safety belonginginteraction clearing the decks rest and recovery isolation boredom misunderstanding stagnationDifference MatrixGlenda Eoyang HSDI frustration death
  48. 48. high low difference difference high move to low difference: move to low Tell a joke. interaction:interaction State a shared value or Stop communicating. belief. Leave the area. Share personal experience. Explain yourself. Pick a low difference topic. Pick a low communication topic. low move to high move to high interaction: difference:interaction Ask a question. Amplify little Use another medium. differences Listen more. Play devils advocate Pick a high communication Pick a high differenceDifference Matrix topic. topicGlenda Eoyang HSDI
  49. 49. social network analysis From time to time people discuss important matters withother people. Looking back overthe past six months, who are the people with whom you discussed matters important to you?
  50. 50. social network analysis Consider the people youcommunicate with in order to get your work done. Of all the people you have communicated with during the last six months, who has been the most important for getting your work done?
  51. 51. social network analysisConsider an important project orinitiative that you are involved in. Consider the people who would be influential for getting it approved or obtaining theresources you need. Who would you talk to, to get the support you need?
  52. 52. social network analysis Who do you socialize with?(spending time with people afterwork hours, visiting one anotherat home, going to social events, out for meals and so on) Over the last 6 months, who are the main people with whom you have socialized informally?
  53. 53. Where do good ideas come from? That is simple…fromdifferences. Creativity comes from unlikely juxtapositions. The best way to maximize differences is to mix ages, cultures and disciplines. -Nicolas Negroponte, founder MIT Media Lab
  54. 54. 1 6 8 H C (1.01) O 12.0115.99
  55. 55. www.joegerstandt.com joe.gerstandt@gmail.com www.twitter.com/joegerstandtwww.linkedin.com/in/joegerstandtwww.facebook.com/joegerstandt 402.740.7081
  56. 56. resources• The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies | Scott Page• The Wisdom of Crowds | James Surowiecki• A Whole New Mind | Daniel Pink• The Medici Effect | Frans Johansson• The Geography of Thought | Richard Nisbett
  57. 57. resources• Achieving Success Through Social Capital: Tapping Hidden Resources in Your Personal and Business Network | Wayne E. Baker• The Whole Brain Business Book Ned Herrmann• Competitive Advantage Through People: Unleashing the Power of the Work Force | Jeffrey Pfeffer
  1. A particular slide catching your eye?

    Clipping is a handy way to collect important slides you want to go back to later.

×